IDRiM Society in the Next Decade

IDRiM Society Strategic Plan 2030

2022
Kyoto, Japan1. Preface
Building on over a decade of accomplishments in advancing research and practice on
integrated disaster risk management, the IDRiM Society is well positioned to meet thechallenges that lie ahead. Indeed, the next decade is critical for how the world manages
disaster risks. It will be characterized by unprecedented environmental and social change,
as well as increased complexity across a more interconnected world that creates its own
vulnerabilities, opportunities, and threats. Only an integrated approach to disaster risk
management that accounts for complexity in the risks and their drivers, as well as
economic and social vulnerability to the risks, can provide effective and implementable
solutions to their reduction.
Recognizing that a professional society for advancing integrated disaster risk
management is more critical than ever, the residing IDRiM president, Adam Rose,appointed a committee in 2020 to prepare a strategic plan for the next IDRiM decade.
The Strategic Plan Committee (SPC) consisted of ten diverse IDRiM members (see thebelow list). The SPC met regularly over 2021 to produce this strategic planning document.
The SPC decided early on that the strategic plan should address both the unprecedented
challenges facing disaster researchers and practitioners as well as the needs of its
membership. An anonymous survey was prepared and administered to the 170 IDRiM
members resulting in 50 responses. The survey covered topics ranging from improving
the organization, articulating its core values to eliciting opinions on its future size,
engagement and focus. In addition, the Committee examined its own perceptions andviews of the IDRiM Society by carrying out a Strengths/Weaknesses/Opportunities/
Threats (SWOT) exercise. The results of the member survey can be found athttps://docs.google.com/forms/d/1d6OmyUF_mtF8um5ey_Bw-tStnJQjRWMAjB1uUtEfX50/edit#responses.
The IDRiM Strategy 2030 is based largely on the membership survey and SWOT exercise.
Our aspiration is that this Strategy will position IDRiM as a world-leading internationalsociety for advancing research and practice on integrated disaster risk management overthe next decade.
Members of the IDRiM Strategic Plan Committee
JoAnne Linnerooth-Bayer (Co-chair), IIASA, Austria
Elisabeth Krausmann (Co-chair), European Commission Joint Research Centre, Italy
Ana Maria Cruz, Kyoto University, Japan
Matthias Dorfstaetter, Freedom in Disasters, Australia
Ilan Noy, Victoria University of Wellington, New Zealand
Norio Okada, Kwansei Gakuin University, Japan
Adam Rose, University of Southern California, USA
Maria Camila Suarez Paba, National Unit for Disaster Risk Management, Colombia
Hirokazu Tatano, Kyoto University, Japan
Dimitrios Tzioutzios, Kyoto University, Japan12. Selected IDRiM Society Highlights since 2000

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3. IDRiM Society’s Vision and Mission
3.1. IDRiM Vision
The IDRiM Society strives to be:

An inclusive, international community for advancing
integrated disaster risk management at all scales throughhigh-quality interdisciplinary research, policy design, andimplementation science

The vision conveys IDRiM’s identity and the contributions it intends to make in the future.
Having been a formal professional society for a dozen years, we can build on our
accomplishments and traditions but also chart a new course to address pressing needs
and pursue new opportunities.
Our vision statement was formulated, in great part, on the basis of feedback received
from a survey of IDRiM members. It bridges the gap between past and future. It alsobalances the need for a succinct statement but also one that conveys all of the elementsof a vision to be undertaken by a leading professional organization.
The IDRiM vision statement places a strong emphasis on research, since that is our coreendeavor. At the same time, it acknowledges that many of our members actively
engaged in research are not doing so just for its own sake but for the betterment ofsociety, as connoted by the term integrated disaster risk management in our name. The
vision statement emphasizes that we are interested in the policy relevance of our work. It
also acknowledges that we have been and want to continue to be leaders in making ascience out of policy implementation. These three aspects—research, policy, andimplementation—bring together our entire membership for an overall common purpose.
The Society looks forward to making this vision a reality and thereby making this a safer
and more sustainable world.

3.2. IDRiM Mission
Our Society’s first and foremost mission is to promote high-quality research on integrated
disaster risk management. IDRiM is and will continue to be an international society
devoted to sharing knowledge for the promotion of integrated disaster risk
management. We remain committed towards this goal by carrying on and improving ourongoing activities of organising annual conferences, publishing the IDRiM Journal, the
IDRiM Book Series and the regular newsletters, maintaining communication channels via
online social media and organising networking events, among others. In this pursuit, ourSociety remains devoted to upholding high scientific standards for the disaster risk

3management research featured through our academic events and publications. In
addition, we make a conscious effort to support setting professional standards for
integrated science and implementation on disaster risk management, and improve theoverall scientific quality of disaster risk management research that responds to the needsof all stakeholders.
As our Society's commitment to integrated disaster risk management suggests, we place
great emphasis on inter- and trans-disciplinarity. In this vein, the encouragement of
implementation science for disaster risk reduction holds great pertinence. We champion
policy-relevant and applied research between the private sectors, governments andacademia, and promote research for community-based disaster risk reduction
approaches and for policy-making. Looking forward, we aim at fostering the participationof more practitioners and members from diverse disciplines, with the direction of
encouraging all-hazard and integrated approaches to disaster risk management.
IDRiM’s efforts to enhance its existing activities and introduce new ones go hand in handwith our Society’s dedication to maintaining an approachable and people-centeredatmosphere as a community. Particular focus in this mission is given to building bridges
through promoting connections between early-, mid- and senior-career members andamong researchers and practitioners. Looking ahead towards the next decade and taking
into account the voices of our membership, we are committed to leading and building
upon the established legacy of inclusion and diversity of IDRiM. We are dedicated tomaintaining a society open to all with accessible entry to new members. Additionally, we
intend to attract new members from the current underrepresented groups, for example
based on gender or financial status, and actively involve them within our Society. Our
Society has been growing and evolving as an organisation during these past 13 years. We
will continue to expand as a professional academic society, aiming at enhancing ourinternational presence with particular consideration in attracting more members fromdeveloping countries.
Finally, in order to ensure the relevance of its pursuit, it is imperative that IDRiM
addresses through its activities the pressing demands of the ‘anthropocene’ era in which
we currently live. In this context, it becomes clear that our Society views integrated
disaster risk management as a concept that concerns not only localized or national
threats but encompasses more broadly evolving, systemic, existential and global risks.
Hence, we are devoted to promoting research and implementation efforts, such as
investigating enablers for transformative governance and for harnessing technologies,
data and knowledge for systemic risk reduction.

44. IDRiM: More Important than Ever
The International Society for Integrated Disaster Risk Management (IDRiM) was launchedin October 2009 at the 9th IIASA-DPRI Conference on Integrated Disaster Risk
Management in Kyoto, Japan, with the participation of over 100 international experts,
practitioners, and individuals from more than 20 different countries working in thedisaster risk management (DRM) field. The launch of the IDRiM Society marked a decadeof efforts to bring together researchers from different disciplines, such as engineering,natural sciences, economics, mathematics, sociology, psychology and education, totackle pressing problems regarding disaster risks in the world.
In 2030 the IDRiM Society will celebrate 21 years since its establishment. Launching thisStrategy will allow the Society to commence a multi-annual Action Plan working towardachieving our shared vision.
While it is true that the number of people killed and injured by disasters has dramaticallydeclined in the past century in industrialized countries, the number of disasters
everywhere and economic losses continue to increase, as does the number of victims indeveloping countries. In many ways, it may seem that disaster risk reduction (DRR)
efforts have failed; however, it is likely these outcomes would have been worse without
the progress to date.
Several studies have estimated that the benefits of DRR outweigh the costs. While it isdifficult to measure the benefits of DRR because we cannot know what disasters were
avoided, we do know that a well-prepared area will fare better than one that isunprepared when hit with similar hazardous events.
Nonetheless, recent disasters – note especially the Covid-19 pandemic – have shown that
impacts can cross borders producing ripple effects that can be felt around the globe. At
the same time, disaster risks are dramatically shifting with changing climate, land use,
agricultural intensification, biodiversity loss, urbanization, industrialization and otherdrivers of hazard and exposure. Major UN agreements (Sendai, Paris and the SDGs) havegenerated widespread appreciation of existential risk and system collapse that threaten
the very future of humanity. It is becoming thus more and more urgent to move beyond
our conventional focus on hazards to encompass systemic, compound and existential
risks, and to tackle DRM in an integrated, comprehensive and equitable way at all scales
from the local to the global. Integrated Disaster Risk Management (IDRiM) needs to be
re-imagined to address today’s complex worldwide risk landscape.

55. IDRiM Values for Enabling Change
IDRiM relies on its core values as a reference to support its organization and culture, andto serve as a guide for all its activities. Based on the member survey, the IDRiM Society’s
core values are (in no special order) as follows:
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Excellence: We are committed to the highest standards in research, policy advice andimplementation based on sound science and robust evidence collected with rigorous
inter- and trans-disciplinary protocols and practices.
Practicality and Relevance: We are committed to encouraging research practices thatbridge science, policy and implementation in all IDRiM functions and applications(e.g., conference, journal, social media, book series).
Diversity and Inclusivity: We are dedicated to including a wide diversity of voices aswell as from disadvantaged or minority groups, to be represented in all the activitiesof the society and the formulation of research and policy for DRM.
Integrity, Transparency, and Accountability: We are committed to scientific andprofessional integrity and to ensuring that all decisions taken by IDRiM management(administration, committees, board) are responsive to our membership and our
stakeholders.
Equity: We are devoted to having both research and policy implementation aim toincrease equity, or fairness, in disaster risk management benefits and improvement
opportunities.
Accessibility and Openness: We are committed to a professional society culture that isfriendly, respectful, and approachable to all.

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6. Strengths, Capabilities and Challenges
The SWOT exercise carried out by the SPC revealed the diverse and rich set of strengths
and capabilities of the Society, which will serve as a solid basis for implementing the
IDRiM strategy. It also revealed challenges that have motivated the strategic changes
necessary for IDRiM to address the increasing risk landscape and serve the interests of its
members.
Strengths and Capabilities●

Strong history of promoting integrated DRM and implementation science:○ IDRiM is a recognized pioneer in promoting the concept of integrated disasterrisk management and implementation science in disaster risk reduction;○ IDRiM remains one of the most important platforms to exchange academic
achievements and knowledge related to integrated disaster risk management
and implementation science since 2009;○ The Society attracts a comprehensive community of researchers to tackle
pressing problems regarding disaster risks worldwide;○ The success of IDRiM’s annual conference can be seen in the large number ofcountries that have acted as host. The journal is also a keystone in promoting
knowledge exchange among researchers and practitioners;○ IDRiM has a long history of strengthening research communities that aim at
exploring integrated disaster risk management and implementation science.

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Engagement of researchers, practitioners, and policymakers:○ The IDRiM conferences and the IDRiM Journal serve as platforms forhigh-quality research;○ Beyond the conferences and journal, IDRiM provides a platform, e.g., seminars,
lectures and café talks, to exchange opinions and address pressing issues in
DRM among researchers, practitioners and policymakers;○ A strong focus of the Society is the involvement of students and early-career
researchers in IDRiM’s activities, e.g., young scientist sessions at annual
conferences;○ IDRiM provides an informal, friendly and approachable atmosphere for senior,
mid-career and young researchers;○ IDRiM provides a niche for presenting inter- and trans-disciplinary research;○ The Society is supported by dedicated students, academics, practitioners,
executive officers and many other groups that to a large extent volunteer theirtime.

Challenges●●

Adapting to external threats, such as climate change and pandemics, that will
require transformations in conferences and other core IDRiM activities;
Improving visibility of the Society and promoting high-quality policy-relevant
research;

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Improving the reach, scope and reputation of the IDRiM Journal, IDRiM Book
Series and other publications;
Encouraging participation of all relevant disciplines, including especially thehuman, social, and health sciences;
Improving gender and nationality balance;
Networking and cooperating with similar professional organizations;
Securing the needed financing to overcome IDRiM’s challenges where needed,such as supporting the Secretariat, and enhancing communications.

87. Delivering on our Vision
Our goal for the next decade is for the IDRiM Society to be positioned as a world-leadinginternational society for integrated disaster risk management. The IDRiM Society will
work hard so that there is a sense of connectedness across the international community
for advancing integrated disaster risk research, policy, and implementation science acrossthe globe. IDRiM will be an inclusive Society that brings together members from a wide
range of disciplines relevant to DRR, such as climate change mitigation/adaptation andsustainable development. Implementation science will continue to be key to the Society,and will seek to promote collaborative efforts with private and public sector
organizations to develop and implement DRM solutions at different spatial scales (i.e.,
local, national, regional, international). Networks, partnerships and collaboration
structures should be built on cutting-edge technological solutions in acommunity-centered manner that allow real-time collaboration when certain parts of the
globe face disasters and are in need of knowledge support.

7.1. Strategic Objectives
Based on the aforementioned analysis of the SPC and taking into account input from themembership, 10 Strategic Objectives were formulated to delineate the direction of the
IDRiM Society for the following decade towards going forward and accomplishing our
Mission. The list is presented henceforth:
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Establish the IDRiM Society as a leading global hub for integrated disaster risk
management;
Seek to maintain and expand membership;
Increase IDRiM’s finances;
Expand the scope and breadth of the IDRiM annual conference so that it becomes amajor global event for integrated disaster research and practice;
Stimulate high-quality research, research integration and implementation;
Continue to provide a forum and opportunities for researchers, and foster theirinvolvement and initiative;
Promote diversity and inclusivity;
Promote the development and application of implementation science research andcase studies;
Advance the provision of risk-based evidence for policy at the local, regional, national,
and international levels;
Continue to disseminate and to provide easy access to IDRiM and implementation
science research and solutions.

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7.2.

Strategic Plan Implementation

The IDRiM Society has so far relied on voluntary efforts of its membership for its
administration and operation; and in part supported financially by Kyoto University,
which has allowed the members to enjoy low membership fees.
For the implementation of the strategic plan, the Society will work with existingcommittees, and new committees as required to develop plans and timelines to ensurethat the objectives are met (one possibility is a 5-yearly benchmark exercise).
A short-term ‘Coordination Committee for the Strategic Plan Implementation’ will beformed specifically to examine and review the contents of this Strategic Plan with respect
to its implementation. The President and this Coordination Committee, together with theSecretariat, will make a call for volunteers to join existing and new committees as neededwith the aim of working together for the allocation of tasks and the implementation of
the strategic plan.
Below are the 10 Strategic Objectives (presented in section 7.1) with suggested, indicative
actions on how to work towards our Vision. Considering the goals and the suggested
actions, more concrete tasks are expected to be formulated by the respective
committees in due time for the implementation of the strategic plan.
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Establish the IDRiM Society as a leading global hub for integrated disaster risk
management○ Promote the IDRiM Society through publications, meetings and other outreachactivities;○ Maintain good relations with international organizations (e.g., promotion of the
IDRiM Society and its activities on Prevention Web);○ Reach out to other similar societies/institutions, including global (e.g., GADRI)
and regional DRR research initiatives or alliances (e.g., UKADR, SAADRI) for
collaboration to jointly host conferences or other events and share informationof interest.
Seek to maintain and expand membership○ In consideration of the survey results (64% of members selected ‘IDRiM expands
its current membership (170) somewhat (up to a maximum of 500) and seeks ways
to broaden its current activities and services’, and 21% of members indicated‘IDRiM remains a small and familiar professional Society’). The Society seeks to:■ continue the discounted membership fee as an incentive for new
members who register for the conference;■ increase the informal networking possibilities for new members to get
acquainted;■ explore the creation of country or regional branches.

10●Increase IDRiM’s finances○ Find ways to maintain low membership fees;○ Develop a plan for increasing IDRIM finances and help oversee its
implementation.

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Expand the scope and breadth of the IDRiM annual conference so that it becomes amajor global event for integrated disaster research and practice○ Increase participation by co-sponsoring with similar societies/institutions (seeabove);○ Promote the participation of practitioners and policy makers;○ Increase breadth of conference topics to include new and pressing areas ofinquiry, especially major global risk issues (e.g., biodiversity, pandemics,
financial);○ Increase participation from female, and early-career scientists/practitioners, aswell as from developing countries;○ Prepare and execute a plan for regional conferences as well as virtual and hybrid
events.

●Stimulate high-quality research, research integration and research implementation○ Improve the Journal’s visibility and level of submissions by promoting special
issues, ensuring fast review and publication (online first);○ Update the members of the IDRiM Journal editorial board (noting need forincreased diversity) with the condition that they review at least 3 papers a year;○ Publish criteria for the Awards selection, publish an open call for nominees forthe awards, with a note that we especially encourage the nomination ofoutstanding female and early-career researchers and practitioners.

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Continue to provide a forum and opportunities for researchers, and foster theirinvolvement and initiative○ Provide opportunities for early-career researchers to contribute to IDRiM (asone possibility, an open access portal for young researchers);○ Find ways to increase the visibility of members seeking career opportunities andresearch partners;○ Continue with low membership fees for early-career researchers;○ Expand on-line webinars and meetings organized by early-career
researchers/practitioners;○ Consider an easy access portal for member interaction, especially for expressing
views on the future of IDRiM and its activities.

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Promote diversity and inclusivity○ Prepare and execute a plan to increase diversity of IDRiM membership with a
special focus on participation of under-represented groups (e.g., women, social
scientists, and developing country researchers/practitioners).

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●Promote the development and application of implementation science research andcase studies○ Establish an IDRiM implementation science promotion committee or working
group to promote initiatives such as the CASiFiCa platform;○ Dedicate a plenary session at conferences to implementation science;○ Make a biannual call for implementation science case studies and showcase
them through workshops or webinars during the year;○ Establish a section in the IDRiM Journal dedicated to implementation science
research, conceptualization and case studies;○ Encourage volunteers to prepare a White Paper on Implementation Science thatwill define its scope/applicability, differentiate it from similar concepts in thepolicy science literature, review the relevant literature and discuss its
importance for IDRiM.

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Advance the provision of risk-based evidence for policy at the local, regional, national,
and international levels○ Provide webinars and other interactive events that emphasize the importanceof risk-based evidence for assessing policy options (to form the basis of policy
advocacy);○ Highlight the role of risk-based assessments in forming policy options in the
IDRiM newsletter and the Society’s website.

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Continue to disseminate and to provide easy access to IDRiM and implementation
science research and solutions○ Continue the dissemination through the IDRiM Journal, IDRiM Book Series,
Newsletter, News Bulletin, and Social Media;○ Expand the dissemination, if needed, by identifying other publication andcommunication channels.

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